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just want to see what other teams are doing..

are your ptl's expected to do 40 hours of sets or scheduled outside the hours?
are your teams expected to push cafs? do huddle projects?
do they set sales planners? pull their own batches?
do they participate in a midday zone?
 
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what do you mean scheduled outside? as in not m-friday? or in other workcenters?
our team over the last week has set spl, did cash office, gs, cashier, got carts, pushed truck, backstocked, pulled cafs, did instocks, reshop, and pricing. also, we've done every ad set the last 3 months. sometimes we set some stuff too.
we clear, set, pull, push, backstock, research, flex, sign, and repeat.
our store doesn't do a midday zone because there's noone scheduled midday except high and mighty srtl/lods. they "don't get paid to zone"...
we're the ***** team of our store. we do what no one else wants to (sometimes willingly).
are you new to pog or is your team struggling? it's very hectic right now. most teams are feeling it. good luck!
 
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what do you mean scheduled outside? as in not m-friday? or in other workcenters?
our team over the last week has set spl, did cash office, gs, cashier, got carts, pushed truck, backstocked, pulled cafs, did instocks, reshop, and pricing. also, we've done every ad set the last 3 months. sometimes we set some stuff too.
we clear, set, pull, push, backstock, research, flex, sign, and repeat.
our store doesn't do a midday zone because there's noone scheduled midday except high and mighty srtl/lods. they "don't get paid to zone"...
we're the ***** team of our store. we do what no one else wants to (sometimes willingly).
are you new to pog or is your team struggling? it's very hectic right now. most teams are feeling it. good luck!

i mean scheduled either under other workcenters or overscheduled to accomodate things other than just completing sets. and yes we are struggling, but our entire store is a s*** show right now, regardless of the holiday madness.. with doing all that you do, what are your TWT scores like? how are you able to manage all of that? we do not pull batches, or half the things that you mentioned, but we struggle regularly to come clean on workload.
 
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were usually scheduled under pog, but we never get to do just pog on any given day.
our twt is usually 100%. our sf loc accuracy has taken a hit for a couple of weeks. it's hard, especially if pog is your first tl gig or you haven't been here a while. i would never start a new tl with target in pog.

the biggest thing (to me---and my etl disagrees) is making your team's development your top priority. make sure they're trained and you give them the support and recognition they need to be more successful. i ride my team constantly, and they're coached on the spot for being stupid. but i'm also the first to sing their praises and make sure they get the $$ and props they deserve. when i started, my expectations were super high, and they struggled to meet our goals. now they try their hardest to reach the goals we set and are just so...proud of themselves. if you haven't already, i would have a pog chat. go over their core roles line by line. bring a copy of your vibe walk (blank) and explain what you have to do on a daily basis more fully. take your experience tm and train them on ppas/vibe walks/or just take monday and walk the store and quiz them about brand. help them see the big picture. every little thing you train them on will help them be better poggies. another good thing to do right now is bring a blank review form and talk to them candidly. explain to them the rankings and ask them to rate themselves. i like to chat once a quarter and ask them their top 3 wins and opps as a team. i also speak to them individually about their development afterwards. once you know how they're trained and how they're feeling, you can begin to assign them specific items to play to their strengths (like preties, ppas, signing, cross training, interview prep, reports, trainers, etc.). if they've been doing the job a while and are bored, it may motivate them and get them excited again. i know helping my tm be better is the only thing that's gotten me through q4 this year lol. good luck! let me know if you need anything!
 
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were usually scheduled under pog, but we never get to do just pog on any given day.
our twt is usually 100%. our sf loc accuracy has taken a hit for a couple of weeks. it's hard, especially if pog is your first tl gig or you haven't been here a while. i would never start a new tl with target in pog.

the biggest thing (to me---and my etl disagrees) is making your team's development your top priority. make sure they're trained and you give them the support and recognition they need to be more successful. i ride my team constantly, and they're coached on the spot for being stupid. but i'm also the first to sing their praises and make sure they get the $$ and props they deserve. when i started, my expectations were super high, and they struggled to meet our goals. now they try their hardest to reach the goals we set and are just so...proud of themselves. if you haven't already, i would have a pog chat. go over their core roles line by line. bring a copy of your vibe walk (blank) and explain what you have to do on a daily basis more fully. take your experience tm and train them on ppas/vibe walks/or just take monday and walk the store and quiz them about brand. help them see the big picture. every little thing you train them on will help them be better poggies. another good thing to do right now is bring a blank review form and talk to them candidly. explain to them the rankings and ask them to rate themselves. i like to chat once a quarter and ask them their top 3 wins and opps as a team. i also speak to them individually about their development afterwards. once you know how they're trained and how they're feeling, you can begin to assign them specific items to play to their strengths (like preties, ppas, signing, cross training, interview prep, reports, trainers, etc.). if they've been doing the job a while and are bored, it may motivate them and get them excited again. i know helping my tm be better is the only thing that's gotten me through q4 this year lol. good luck! let me know if you need anything!

Dek, I've always had the feeling you were a good TL, but I'm seriously impressed with your response. You sound like a great person to work for.

I am wishing that they were at my store.
 
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just want to see what other teams are doing..

are your ptl's expected to do 40 hours of sets or scheduled outside the hours?
are your teams expected to push cafs? do huddle projects?
do they set sales planners? pull their own batches?
do they participate in a midday zone?

Not sure about the first one, what you mean?
CAFs- no, they do not push them.
Huddle projects-they only go to logistics huddles and they don't have projects at those huddles
Midday zone- they don't do mid-day zone.
 
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Jun 9, 2011
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just want to see what other teams are doing..

are your ptl's expected to do 40 hours of sets or scheduled outside the hours?
are your teams expected to push cafs? do huddle projects?
do they set sales planners? pull their own batches?
do they participate in a midday zone?

1. The PTL is scheduled POG 32 hours and HL for 8 (the weekend the PTL works is like this - Sat - HL coverage, Sun - ad set, the PTL alternates ad set with the PATL).
2. They don't touch CAF's, they can't even finish their push. They do help with FDC trucks when they come.
3. They do not set sales planners (we tried that once and it was a disaster, so now the TLs are stuck doing them without getting hours to do them). They do pull their own batches (and backstock also).
4. They don't help in the midday zone.
5. You didn't ask what the pog team is good at doing at my store but I figured I would offer it up. They are good at doing a half-completed job, fake ties, talking, and acting dumb when you question them about it. Of course I can't blame them (and I've said it at my store) when you give someone 200 hours to get a 450 hours workload complete then you need to let them know what is the top priority and what you can live without getting done.

If you are having a hard time then I suggest you make a couple of new best friends with them being the BRTL, Flow TL, and HLTL.
Ensure the flow team is sorting your transition properly, including repack boxes. Set early and have the flow team push it with the truck. Communicate what is and isn't set with them daily so product coming in stage (but is actually set) will be pushed.
You can save a lot of time if you watch your team and see how they are wasting time. It's unbelievable how much walking people do, cut that out and the time just got cut in half (walk from the tub at the end of the aisle to section 3 back to the tub back to section 3 now to the fixture room), seriously, put a stop to it. Stop them from grouping up with 3-4 people trying to figure out why this page says 1-p1-1 and that page says 1-p1-1 but in blue! Tell them to cut a damn box open and keep going. You can talk as you cut.

Now dek gave you some great advice (except that walking the vibe ****, **** the vibe). The only thing I would change is to develop your good people and cut the crappy people. Don't let them linger, don't try to change them, don't waste your time on them, just performance them out.
 
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Messages
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1. The PTL is scheduled POG 32 hours and HL for 8 (the weekend the PTL works is like this - Sat - HL coverage, Sun - ad set, the PTL alternates ad set with the PATL).
2. They don't touch CAF's, they can't even finish their push. They do help with FDC trucks when they come.
3. They do not set sales planners (we tried that once and it was a disaster, so now the TLs are stuck doing them without getting hours to do them). They do pull their own batches (and backstock also).
4. They don't help in the midday zone.
5. You didn't ask what the pog team is good at doing at my store but I figured I would offer it up. They are good at doing a half-completed job, fake ties, talking, and acting dumb when you question them about it. Of course I can't blame them (and I've said it at my store) when you give someone 200 hours to get a 450 hours workload complete then you need to let them know what is the top priority and what you can live without getting done.

If you are having a hard time then I suggest you make a couple of new best friends with them being the BRTL, Flow TL, and HLTL.
Ensure the flow team is sorting your transition properly, including repack boxes. Set early and have the flow team push it with the truck. Communicate what is and isn't set with them daily so product coming in stage (but is actually set) will be pushed.
You can save a lot of time if you watch your team and see how they are wasting time. It's unbelievable how much walking people do, cut that out and the time just got cut in half (walk from the tub at the end of the aisle to section 3 back to the tub back to section 3 now to the fixture room), seriously, put a stop to it. Stop them from grouping up with 3-4 people trying to figure out why this page says 1-p1-1 and that page says 1-p1-1 but in blue! Tell them to cut a damn box open and keep going. You can talk as you cut.

Now dek gave you some great advice (except that walking the vibe ****, **** the vibe). The only thing I would change is to develop your good people and cut the crappy people. Don't let them linger, don't try to change them, don't waste your time on them, just performance them out.

lol stupidrules @ vibe... i feel the same way :D my team is so sarcastic with everything vibe related, we've driven our etl crazy. our stl doesn't even talk to us about the vibe anymore, because he gets so many over the top performances (kind of like the video examples).

i also agree with cutting the crappy people, and wanted to add--PERFORMANCE THEM OUT. do not allow them to transfer workcenters!! there's nothing worse than when you have a crappy flow tm/cart att/hltm etc. thrown on your team because they can't handle their job or they haven't documented the performance and can't term them!
 
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lol stupidrules @ vibe... i feel the same way :D my team is so sarcastic with everything vibe related, we've driven our etl crazy. our stl doesn't even talk to us about the vibe anymore, because he gets so many over the top performances (kind of like the video examples).

i also agree with cutting the crappy people, and wanted to add--PERFORMANCE THEM OUT. do not allow them to transfer workcenters!! there's nothing worse than when you have a crappy flow tm/cart att/hltm etc. thrown on your team because they can't handle their job or they haven't documented the performance and can't term them!

There is one TM at my store that I wish I could get on POG team. The ETLs don't like how the TM handles guest service and would like to get rid of them, but the TM is better / faster than half my POG team. Sadly since there are no positions open I just keep stealing them during large set weeks.

just want to see what other teams are doing..

are your ptl's expected to do 40 hours of sets or scheduled outside the hours?
are your teams expected to push cafs? do huddle projects?
do they set sales planners? pull their own batches?
do they participate in a midday zone?

I am a PA+PTL at a 6am ULV store so I have to try to cover both areas with 40 hours from POG payroll and work alternating weekends so there is at least 1 day each week the POG team has no supervision. It depends on the week how many POGs I set, more often than not I will assign each TM 9-12 hours worth of POGs each day and help them with finishing them up and work on some smaller POGs of my own or help PA team. By not assigning large POGs to myself it frees me up to take over an aisle if a TM calls in... my team has relatively poor attendance. One thing that helps my team out is every TM has their own basket with their tools that they use each day (tape measure, orange tool, screwdriver, scissors, etc). Each day before I leave I make sure that the POGs and label strips for each TM are sorted and placed in their baskets. This saves 10-30 minutes of them standing around while the store is closed waiting to get their POGs prepared. Weeks like Jan 6 workload each TM and myself will have to be setting around 14 hours worth of POGs each day to keep up.

We don't push CAFs but we do help with huddle projects for 15-20 minutes when they decide to have them, at times I only have half the team do projects and the other half go back. It just all depends on workload each given day.

SPLs are the responsibility of the salesfloor team leads, though if we are finished early in the week and sales floor needs help setting at the end of the week I have a TM or two jump in to help. Also if the POG team finishes their POGs early they do not get to go home early, they stay and help push reshop, pulls, or zone until it is time to go.

Our store ties POGs the day before they are set so that the afternoon CAF puller can pull and palletize the pulls during slack time and have them ready for the following day, we don't get to use flats or tubs due to the truck needing them.

We don't have a midday zone, but do help sales floor when time permits.


I also agree with what stupidrules said about communication. Every week I send out a plan to all of the TL/ETLs of what is going to be set which day and where any condensing / clearing needs are going to be. Most weeks sales floor doesn't have time to condense ahead of POG, but if you don't ask for help you are guaranteed not to get it.
 

commiecorvus

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On SR's point about time wasting:
make sure the fixture room is in good shape, that you know where everything is and it stays that way.
partner with your signing specialist, let them know ahead of time what you are going to be doing and don't dump extra drek on them at the last minute.
and most of all don't assume anything, if it doesn't get done right the first time there is a pretty good chance you won't get the time to go back and fix it.
 
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Jun 24, 2011
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466
just want to see what other teams are doing..

are your ptl's expected to do 40 hours of sets or scheduled outside the hours?
are your teams expected to push cafs? do huddle projects?
do they set sales planners? pull their own batches?
do they participate in a midday zone?

1. Our PTL is usually scheduled 40 hours under presentation. Ideally, they are expected to to help set because their hours is coming out of the presentation workload. However, my PTL is lazy and spends most days "planning." They sometimes plans workloads for them self but end up giving it to someone else to do.
2. No. They have salesfloor team members push those.
3. Yes we set salesplanners on top of normal presentation workload. Sometimes it can become overwhelming like this week, over 200 hours just for salesplanners. We do not pull our own batches, they get dropped and pulled the day before we set, but we do backstock and move clearance to endcaps.
4. No. We never have time to leave what we are doing.
 
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Aug 30, 2011
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our ptl is lazy and spends most of their time "planning" as well. sometimes they will do revisions, other times walk around and complain that we arent moving fast enough.

1. Our PTL is usually scheduled 40 hours under presentation. Ideally, they are expected to to help set because their hours is coming out of the presentation workload. However, my PTL is lazy and spends most days "planning." They sometimes plans workloads for them self but end up giving it to someone else to do.
2. No. They have salesfloor team members push those.
3. Yes we set salesplanners on top of normal presentation workload. Sometimes it can become overwhelming like this week, over 200 hours just for salesplanners. We do not pull our own batches, they get dropped and pulled the day before we set, but we do backstock and move clearance to endcaps.
4. No. We never have time to leave what we are doing.
 
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Jun 7, 2011
Messages
710
have you guys partnered with your ptl and assisted in the planning?
how detailed is their plan? do they staple the pogs? map them? sort signing? develop other team members? what does their workload look like?
keying twt and mapping all the planners take time. so do vibe walks, walking the store with etl/stl, and completing coachings/CA, etc.
i know some ptls are lazy, but the ptl position takes more planning than any other tl position in the store (speaking from experience--hr, ctl, gs, sl, flow, hl). cut them some slack and jump in and help. that way you learn for your development, you learn what they are actually doing instead of just being angry about it, and if they are goofing, then maybe you can help them realize how they're screwing up. be open. give feedback.
 
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I do so love stapling a 2 foot stack of POGs and SPLs, thank god for electric staplers ($10 on TIPP, buy a few if you don't have them).
 
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Our back room (flow and dayside) take care of pulling all POGs and backstocking them. Our presentation team cannot do anything alone they are always joined at the hip. When they need to take cardboard back one person pushes the cart the other one is there for moral support. Each presentation team member demands an LPDA, even if they are just setting and not filling. I know you need one to tie but come on 6 in one small section. They do not answer any call buttons or backups. They also spend the first 20 minutes of everyday in the TL office waiting for the PTl who is late 4 days out of 5 for what their work assignment for the day is. They do not crush their own cardboard or even throw it in the baler. The flow team fills big sets the rest we smart huddle. Our numbers are all fantastic because we fake any unset POGs and just tie them to an area. The flow team meanwhile is searching hi and low to stock in phantom locations. If we all followed best practice on all areas there would be much less animosity throughout the store. But each STL thinks they should do it their way. Rob peter to pay paul basically. Oh yeah in our store if you cannot handle an area you are immediately placed as a cashier or a flow team member.
I do take off my hat to the PTL as far as planning and organization goes. You have to be highly organized to do that job effectively
 
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it doesnt take 40 hours a week to plan. and my post could be because unfortunately we have one of those ptls who is lazy and spends all their time "planning" as far as training team members the pog team does it, as far as signing goes, the signing team member does that, coachings/CA's are a joke as they havent gave one in years, shoot prob since 2007(and trust me i know) as far as vibe walks go, those questions asked to team members are faked, and it takes a few minutes to pull any numbers needed off DTK. our ptl sucks and i cant wait til the day they are canned.
 
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Jun 24, 2011
Messages
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have you guys partnered with your ptl and assisted in the planning?
how detailed is their plan? do they staple the pogs? map them? sort signing? develop other team members? what does their workload look like?
keying twt and mapping all the planners take time. so do vibe walks, walking the store with etl/stl, and completing coachings/CA, etc.
i know some ptls are lazy, but the ptl position takes more planning than any other tl position in the store (speaking from experience--hr, ctl, gs, sl, flow, hl). cut them some slack and jump in and help. that way you learn for your development, you learn what they are actually doing instead of just being angry about it, and if they are goofing, then maybe you can help them realize how they're screwing up. be open. give feedback.

As the signing TM, I break down and organize the signing, fixtures, displays and backerpaper each week. I do most of my PTL's paperwork, which includes stapling planograms, writing locations on them and separating them by department. I also separate the salesplanners by department and the PTL has the TLs of each department plan out where they want them set (I know they are planned out on the actual visual adjacency but they don't care). If they are behind during the week, I will help set planograms.

My PTL does the pre-tying on Mondays but sometimes forgets. The most paperwork they will do is staple the planograms (when they have time) but not write locations down because they don't have time or don't want to. They like to give the salesplanners to the TLs in charge of the department and complain when they are not returned the next day with locations on them. At the end of the shift the PTL has either another presentation TM or myself tie and drop the planograms for the next day. At the end of the week my PTL has us tie in all the planograms that didn't get set so it looks like our store is 100%. My PTL is always walking around the store, chatting with the ETLs or sitting in TMSC in front of the computer. I have never seen my PTL do a vibe walk and they have given out a few coachings since they became PTL.
 
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I am not sure what to make of all of these responses.

Some of what you all have reported sounds like lazy bulls*** but to be honest, some if it sounds like the complaints of people who don't necessarily understand what exactly goes into the job. I mean that respectfully. But this is something I struggle with. I require more offstage (planning/organization) time than any single other person in the store, and a lot of people have expressed that it pisses them off and comes off as laziness-- tms and execs alike. On the flip side, however, when i do not get my time for planning, and everything falls apart.. its all "why didnt you take the time to plan things out?"

i beg, borrow and steal to get my administrative tasks done. as in.. i literally sneak offstage/into my office, and i hide, and as quickly as humanly possible i complete all the work that they apparently think the stapling/mapping fairy completes in the middle of the night while i set pogs all day.

or perhaps they think that SPLs, pogs and label strips come in already separated, stapled, with locations on them, organized, doled out to the appropriate TMs/TLs. Or that I can just go into twt and randomly drag and drop things, without giving a thought to wise directions for transitions, clearance aisles.. putting appropriate tms on appropriate tasks, walking transitions with TLs, communicating plans to everyone in the store, then changing them when my plans dont work for them for whatever selfish reason, then changing them again. and again... then post-pogging every set. and doing pre-ties on mondays. and then having to check TWT 8000 times on thursday and friday because so many people are on you can't accomplish anything. and having to look at your ad week and deal with that. and trying to make sure someone's keeping your team on track on your day off. and picking up the pieces when that never happens.

WOW PTLS ARE SO LAZY! I CANT BELIEVE THEY ARENT ON THE FLOOR 8 HOURS A DAY!
 
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I am not sure what to make of all of these responses.

Some of what you all have reported sounds like lazy bulls*** but to be honest, some if it sounds like the complaints of people who don't necessarily understand what exactly goes into the job. I mean that respectfully. But this is something I struggle with. I require more offstage (planning/organization) time than any single other person in the store, and a lot of people have expressed that it pisses them off and comes off as laziness-- tms and execs alike. On the flip side, however, when i do not get my time for planning, and everything falls apart.. its all "why didnt you take the time to plan things out?"

i beg, borrow and steal to get my administrative tasks done. as in.. i literally sneak offstage/into my office, and i hide, and as quickly as humanly possible i complete all the work that they apparently think the stapling/mapping fairy completes in the middle of the night while i set pogs all day.

or perhaps they think that SPLs, pogs and label strips come in already separated, stapled, with locations on them, organized, doled out to the appropriate TMs/TLs. Or that I can just go into twt and randomly drag and drop things, without giving a thought to wise directions for transitions, clearance aisles.. putting appropriate tms on appropriate tasks, walking transitions with TLs, communicating plans to everyone in the store, then changing them when my plans dont work for them for whatever selfish reason, then changing them again. and again... then post-pogging every set. and doing pre-ties on mondays. and then having to check TWT 8000 times on thursday and friday because so many people are on you can't accomplish anything. and having to look at your ad week and deal with that. and trying to make sure someone's keeping your team on track on your day off. and picking up the pieces when that never happens.

WOW PTLS ARE SO LAZY! I CANT BELIEVE THEY ARENT ON THE FLOOR 8 HOURS A DAY!


One of our most successful PTLs would lock herself in an office for one day a week to plan, etc. 8 hours every week, we wouldn't see a hair on her head for an entire day. The other 4 days, she was right there setting salesplanners in between supervising and running freight and supplies. She said as long as she kept 3 weeks ahead, & a new etl didn't mess with her, it was easy.

I sure miss her.
 
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  • #21
One of our most successful PTLs would lock herself in an office for one day a week to plan, etc. 8 hours every week, we wouldn't see a hair on her head for an entire day. The other 4 days, she was right there setting salesplanners in between supervising and running freight and supplies. She said as long as she kept 3 weeks ahead, & a new etl didn't mess with her, it was easy.

I sure miss her.


i love that strategy! if i really push for it i get a half hour/hour monday morning for pre-ties only, and i *steal* half the day on friday whatever the cost. i recently got my ETL to agree to stop scheduling me one day a week under presentation so i could do all of that without any pressure from anyone or stealing hours from the team, which is wonderful! now if only i could get my ETL and the LOD that day to respect what that time is supposed to be used for.. maybe with time.
 
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710
I am not sure what to make of all of these responses.

Some of what you all have reported sounds like lazy bulls*** but to be honest, some if it sounds like the complaints of people who don't necessarily understand what exactly goes into the job. I mean that respectfully. But this is something I struggle with. I require more offstage (planning/organization) time than any single other person in the store, and a lot of people have expressed that it pisses them off and comes off as laziness-- tms and execs alike. On the flip side, however, when i do not get my time for planning, and everything falls apart.. its all "why didnt you take the time to plan things out?"

i beg, borrow and steal to get my administrative tasks done. as in.. i literally sneak offstage/into my office, and i hide, and as quickly as humanly possible i complete all the work that they apparently think the stapling/mapping fairy completes in the middle of the night while i set pogs all day.

or perhaps they think that SPLs, pogs and label strips come in already separated, stapled, with locations on them, organized, doled out to the appropriate TMs/TLs. Or that I can just go into twt and randomly drag and drop things, without giving a thought to wise directions for transitions, clearance aisles.. putting appropriate tms on appropriate tasks, walking transitions with TLs, communicating plans to everyone in the store, then changing them when my plans dont work for them for whatever selfish reason, then changing them again. and again... then post-pogging every set. and doing pre-ties on mondays. and then having to check TWT 8000 times on thursday and friday because so many people are on you can't accomplish anything. and having to look at your ad week and deal with that. and trying to make sure someone's keeping your team on track on your day off. and picking up the pieces when that never happens.

WOW PTLS ARE SO LAZY! I CANT BELIEVE THEY ARENT ON THE FLOOR 8 HOURS A DAY!

just one quick thing... don't staple the pogs yourself. have your team come in and while you huddle on monday am or walk, whatevs, have them staple while you talk or jump in and help. four people (or however many) stapling is faster than 1. you shouldn't be wasting your time on it. dont staple salesplanners. you only need the one page. the others are duplicates of whats on the main page. have your sf team map their own spl. it's their job.

okay, maybe 2 more things... your team should also be able to sort the strips. you shouldn't have to dole out anything. we have a couple of shelves. one for current week, divided by hardlines pogs/revisions/spl/softlines pogs, and one for future weeks. . if anyone else needs something, they get it themselves. train them not to be helpless or let them use you under the guise of "they don't understand or know where it is". especially if it's another tl/etl. this will especially monopolize your signing tm with thousands of "where is it" "i can't find it" "i dont understand' "i cant do it". example... i have tl who have been with target 10 years coming to me whining that they need the signing guy to hang the backer and signing on the toy focals and need us to set them because they "don't understand". so i tell them ill be happy to train them on the proper way to do it so they can learn and teach their tm. i will not, however, do it for them. they usually don't accept my offer of help and end up doing it themselves. i also don't play around with favors. if they need something, they have to come out and ask. 90% of the time, my response is that i'll be happy to have one of my tm train them on it. they usually don't bother after that.
 
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id like to work toward that!! i think my issue with pogs and label strips is that historically in this store, if too many people get their hands in the stacks or boxes, things magically go missing, rip, or get wildly out of order.
 

commiecorvus

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l especially monopolize your signing tm with thousands of "where is it" "i can't find it" "i dont understand' "i cant do it". example... i have tl who have been with target 10 years coming to me whining that they need the signing guy to hang the backer and signing on the toy focals and need us to set them because they "don't understand". so i tell them ill be happy to train them on the proper way to do it so they can learn and teach their tm. i will not, however, do it for them. they usually don't accept my offer of help and end up doing it themselves. i also don't play around with favors. if they need something, they have to come out and ask. 90% of the time, my response is that i'll be happy to have one of my tm train them on it. they usually don't bother after that.

THIS

A good third of my day is spent going to get stuff for people after I've told them where it is, fixing stuff that people have broken, showing people how to do stuff that they should know by now and putting up stuff that anybody could do if they bothered to pay attention.
Now I don't mind doing all that, I've pretty much written it in as part of my job but than I get drek from ETL's about not completing my workload on time.
 
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id like to work toward that!! i think my issue with pogs and label strips is that historically in this store, if too many people get their hands in the stacks or boxes, things magically go missing, rip, or get wildly out of order.

same way here... but once we got everything sorted in a system, no one bugs it. now our biggest prob is people taking stacks of salesplanners and leaving them laying around the floor.
what type of interaction do you have with your etl/stl? which etl do you report to? (we are scheduled with truck and report to etl-log. most other stores report to etl-hl in our district.)
 
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